This extensive analysis sheds light on an array of intangible aspects connected with the business such as important definitions, end use and total revenue garnered across different regions. The researcher has taken a conscious effort to get a closer look at some of the top performers of the Freezing Drying Equipment industry. Other essential aspects evaluated during research include import and export, demand and supply, distribution channel, gross margin and supply chain management. To add more credibility to the research the study examines the winning strategies adopted by the prominent vendors to maintain competitive edge worldwide. Vital statistics on the business performance is projected using self-explanatory resources charts, tables and graphic images

This study relies on the evolution of the industry to derive the trends that are observed. A significant increase in the global market is visible, which promises the expansion of the market in the coming years.

The report focuses on the emerging sectors of the industry and their potential impact on the growth of the market in the forecasted duration. It highlights the concentration of the consumer bases of key companies geographically and the contribution of these companies to the regional economy. The study gives a historical analysis to draw the prospective growth of the market size, share, trends, overall earnings, gross revenue, and net value. It provides a detailed outlook of the market along with expert insights to assist the readers in their investments.

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The major manufacturers covered in this report:

SP IndustriesAzbil TelstarGEAIMALabconcoThermo Fisher ScientificPDFDTofflonHOF Enterprise GroupMechaTech SystemsMillrock TechnologyOptima Packaging GroupMartin ChristFreezedry SpecialtiesKYOWAC

Create an everlasting reputation:The report on global Freezing Drying Equipment market is intended to offer business owners, stakeholders and field marketing executives a broad overview of the business they should be focussing on for the estimated period. The research further holds vital information on the size of market and data on the prominent leaders product owners have to compete with, in the coming years. Assessments of the broad strengths, as well as weaknesses too, add value to the overall research. Products details not only cover the popular applications and its performance, but it also unveils certain trends and value of specific products within specific regions.

Vital statistics associated with the sudden shift in the customer preference, production capability; region-wise sale, profit and total revenue are showcased through detailed charts, tables and graphic images.

Most important Products of Freezing Drying Equipment study covered in this report are:

Industrial-scale Freeze DryersPilot-scale Freeze DryersLab-scale Freeze Dryers

Most important Application of Freezing Drying Equipment study covered in this report are:

Biotechnology & Environmental ApplicationsPharmaceuticalsFood Processing IndustryOthers

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The industry experts have left no stone unturned to identify the major factors influencing the development rate of the Freezing Drying Equipment industry including various opportunities and gaps. A thorough analysis of the micro markets with regards to the growth trends in each category makes the overall study interesting. When studying the micro markets the researchers also dig deep into their future prospect and contribution to the Freezing Drying Equipment industry.

The market intelligence report combines the best of both bottom-up as well as top-down techniques to verify and predict the growth of the Freezing Drying Equipment industry worldwide. While assessing the global size of the industry, researchers also examine the dependent submarkets.

The research comprises of an extensive application of qualitative and quantitative methods to identify the impact of technological developments in the field and options available in the Freezing Drying Equipment business.

Key Coverage of the Report

Region and country-wise assessment from the period 2016-2026. For the study, 2016-2017 has been utilized as historical data, 2018 as the base year, and 2019-2026, has been derived as forecasts for the Freezing Drying Equipment market.

Regional Competitors pipeline analysis.

Demand and Supply GAP Analysis.

Market share analysis of the key industry players.

Strategic recommendations for the new entrants.

Market forecasts for a minimum of 6 years of all the mentioned segments, and the regional markets.

Industry Trends (Drivers, Constraints, Opportunities, Threats, Challenges, and recommendations).

Strategic recommendations in key business segments based on the market estimations.

Competitive landscaping mapping the key common trends.

Company profiling with detailed strategies, financials, and recent developments.

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Get to know the business better:The global Freezing Drying Equipment market research is carried out at the different stages of the business lifecycle from the production of a product, cost, launch, application, consumption volume and sale. The research offers valuable insights into the marketplace from the beginning including some sound business plans chalked out by prominent market leaders to establish a strong foothold and expand their products into one thats better than others.

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Freezing Drying Equipment Market 2019 | Analyzing the Impact Followed by Restraints, Opportunities and Projected Developments | Market Expertz -...

Living with the Land

At Eaglebrook School in Deerfield, Berkshire Design Group employed geothermal and solar power and repurposed stormwater as a site amenity.

Sometimes design decisions bring unexpected benefits, Rachel Loeffler says.

Take a project her firm, Berkshire Design Group, designed for East Meadow School in Granby.

Cost was a big factor, so we looked at using a meadow feed mix instead of traditional bluegrass, which saves the school 100 gallons of gasoline in mowing, as well as the labor, said Loeffler, a principal and landscape architect with the firm.

But then, what happened was, some birds moved in almost instantly, including some orioles.

Orioles, by the way, are among the hundreds of bird species most at risk from climate change and destruction of meadow lands due to development, so creating a healthy habitat for them is significant, she said. Sometimes, delightful surprises happen.

When Northampton-based Berkshire Design Group, one of the regions leading firms in the realm of sustainable design, opened its doors in 1984, its founders might have been equally surprised to see how common green ideas would become a few decades later.

Back then, we were experimenting with stormwater standards, alternatives that then became state standards, Loeffler said. That creative approach is something that was part of us from the beginning.

C&H Architects, headquartered in Amherst, can track a similar trajectory, emphasizing green and sustainable architecture since its launch in 1989.

Nobody was trying to do that 30 years ago it wasnt even part of the lexicon, said Thomas Hartman, partner and principal architect. Over the years, its really been interesting to see how what might have been an odd-duck type of client become the norm.

In those early years, he said, forward-thinking clients would seek out C&H specifically for this expertise, while today, green design isnt surprising at all. Its gone from the occasional project to where, if this isnt part of the conversation, youre not really practicing in the mainstream anymore.

In fact, he noted, the American Institute of Architects (AIA) has basically shifted its organizational philosophy to suggest that, if a project isnt environmentally conscious, if its not sustainable, then its just not good design.

Climate change requires a holistic approach, addressing the interdependencies among people, buildings, infrastructure, and the environment, AIA President William Bates said recently. Our training allows us to look for solutions and ways to mitigate climate change comprehensively and creatively, which we do every day.

At their most basic level, Hartman explained, buildings protect individuals from the elements and provide texture to peoples lives. Buildings, however, are also one of the largest contributors to global warming, accounting for nearly 40% of all greenhouse-gas emissions worldwide a statistic expected to double by 2050. In an effort to mitigate these impacts, there has been a steady increase in sustainable architecture the design of buildings that work in harmony with the environment.

Installing a meadow instead of grass at East Meadow School in Granby reduces gasoline use and provides a habitat for endangered birds.

C&H Architects has been at the forefront of this effort for three decades. For example, it designed the fifth-ever certified Living Building Challenge project in the world (and the first in New England) for Smith Colleges MacLeish Field Station, the most rigorous performance standard for buildings available.

Its the most difficult standard net-zero water, net-zero energy, avoiding certain materials and chemicals, he said, noting that net zero means producing as much of that resource as one takes from the environment.

The firm has followed similar standards with other commercial and academic projects, and has designed more than 10 homes that boast net-zero energy, the most recent of which won the top honor at AIA Rhode Island in 2018, and includes a solar array that powers both the house and the car of its occupants.

Thats an especially cutting-edge standard, Hartman said, but it may become mainstream as well in the coming years, just as many sustainable practices in building and landscape design have become the norm, not the exception.

Loeffler said there are two ways to craft a sustainable philosophy for a project. One is to simply create a checklist of energy-saving or environmentally conscious features.

The other way of thinking actually takes cues from ecological thinking and the way all organisms are interrelated. On the simplest level, she cited the example of humans and trees plants give off oxygen, while we breathe it in and give off carbon dioxide.

Theres an understanding that each entity has a need for resources to consume, and has a waste product, she said. What sustainable thinking allows us to do is look at a project and look at ways to tie resources and waste together in a project or adjacent use somewhere else.

Tom Hartman takes meter readings at a mill renovation in Lawrence part of his goal to make sure energy-saving projects are performing as they are designed to.

One example is a dog park she recently worked on, during which time she approached a company that specializes in taking dog waste and turning it into energy. Farms are taking waste from grocery stores, and any sort of organic waste products, and generating electricity. These are waste products that are being taken out of the waste stream instead of being shifted to a landfill somewhere.

Hartman said architects, including those at his firm, are also starting to think about reductions in embodied carbon, which are the emissions associated with building construction, including extracting, transporting, and manufacturing materials.

What that means is that well be making low-carbon buildings, so were not adding to the carbon issue, he said, adding quickly that this, like all new initiatives, comes with a learning curve. In the evolution of our practice over 30 years, as soon as we get competent in one thing, were going to the next thing.

Clients in the education sector have been particularly receptive to innovative ideas around sustainability, he noted, but those projects often come with time barriers.

When youre doing academic work, doing renovations on an existing building, theyre occupied, so you may have just a couple of weeks to do your job and have a limited budget, so how do you address environmental design and sustainable design on these types of projects? he asked. It comes down to the materials youre choosing and what opportunities are available. For example, if youre renovating a dormitory, you may only have 12 weeks, so you probably wont renovate the exterior envelope of the building.

Nobody was trying to do that 30 years ago it wasnt even part of the lexicon. Over the years, its really been interesting to see how what might have been an odd-duck type of client become the norm.

But all projects must consider their long-term impact on users, said Leon Drachmann, a principal at Payette Associates in Boston, who recently talked about sustainability on the U.S. Green Building Council website.

The green-building initiative will have a deeper impact by expanding its scope by shifting its focus to areas outside of building design, such as real-estate economics, zoning regulations and land use, while concentrating on the human experience and societal well-being, he noted, adding that sustainability should be considered not as an independent, separate process, but as an integral part of design itself.

One impact that can never be overlooked is the financial one, Hartman said. After all, while clients want to do the right thing, theyre still focused on the bottom line.

Ive never met a client where, if we could provide the economic case for doing good in sustainable design, they wouldnt do it, he told BusinessWest. Its rarer to find a client who will do the feel-good of sustainable design if it doesnt pass the economic test.

So part of his service to clients is actually visiting the site after completion, monitoring elements like energy use, waste production, and the overall costs to make sure the promised efficiencies have come to fruition.

It has been really important for us to do that, he said. Most of the time, we want to maintain a relationship with the client in the future anyway. We will ask for energy bills. Weve never met a client who doesnt want us to follow up. Thats probably the most important thing for the profession to make sure it all works, and if it doesnt work, figure out why. Otherwise, youre just waving your arms.

Loeffler noted that clients that have a long-term vision are much easier to convince of the benefits of green design.

If an organizations economic-benefit analysis focuses on a one-year plan, theyre going to make a decision based on that and theres certainly nothing wrong with that, she said. But if their vision centers around a 20- or 50-year plan, they might be inclined to make different decisions.

In a homeowners situation, with solar panels, there are upfront costs in that initial year. Over a certain amount of time, youll recoup those costs, but if youre only looking at one year, youre not going to budget for solar panels. If youre looking at the long term, the cost makes more sense.

The tipping point for much sustainable design and technology will come when those costs approach those of traditional methods across the board and many in the industry say those days are getting closer. When green materials become cheaper to acquire than previous materials, we project there will be a huge increase in the desire for this type of technology, Loeffler said.

Until then, we try not to push the issue too hard. We engage every client in the discussion, but they have different comfort levels. At the end of the day, were there to meet their needs and goals, and we work with them.

Hartman is happy he works in a state which saw the value of renewable-energy credits and green standards well before most other states did.

Massachusetts has been progressive, and they did those things so we wouldnt be so reliant on fossil fuels from other countries, he said. Its really exciting nowadays.

Joseph Bednar can be reached at [emailprotected]

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Sustainable Design Moves Further into the Mainstream - Business West

Ryan T. Sauers has spent 25 years leading and/or consulting with printing, graphics, promotional and visual communications related organizations. Ryan is President of the independent consulting firm, Sauers Consulting Strategies, founded in 2010.

Key areas of focus of the firm include: sales training, marketing strategy, personal branding, leadership development and organizational change.

Sauers is a frequent national speaker and columnist. He has been recognized as one of the top 80 CMOs in the world and achieved the top designation of Certified Marketing Executive through Sales and Marketing Executives International.

Sauers is an adjunct university professor teaching leadership and communication courses to current and aspiring leaders. He is a Certified Myers Briggs, DiSC and Emotional Intelligence Practitioner (one of few in US to achieve all 3 rigorous certifications related to human communications, personality & behavior).

Sauers is working on his Doctoral degree in Organizational Leadership and hosts a radio show in Atlanta (Marketing Matters). He is author of the best-selling books Everyone is in Sales and Would You Buy from You? More info at: RyanSauers.com

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The Keys to Successful Sales Training - Printing Impressions

When I meet with training departments and their leaders, often our conversation turns to very specific business imperatives, such as leadership or skill development needed within the organization. I believe each person has the ability at a foundational level to either fight or accept change and challenge. Accepting change and challenge develops the core of being receptive to any type of training or coaching or mentoring.

Too often, organizations will spend money on training leaders and employees tactically specific to their job requirements. While this is important, there could be a missing piece. What if we trained and coached employees to develop a positive relationship with change and challenge? What if we utilize something called perspective-based coaching that fuels employees' minds positively on a consistent basis, using coaching questions to help them develop a positive and proactive relationship with change and challenge? Wouldn't these employees become more coachable and approachable? Would this help leaders become better coaches because the recipients of their coaching would be more accepting? Would training departments have better opportunities to work with management as training reinforcement partners if employees were more accepting of both training and coaching, as they would have more opportunity to work effectively together?

At my company, we have programs that actually fuel people's minds positively by either having them read a positive story or view an inspirational video. The key is to use messaging through stories and video, getting people to gain perspective and then to actualize that perspective by answering coaching questions, such as the following:

What have you learned about yourself?

What have you learned about yourself that you're committed to improving?

What actions could you take to positively move forward based on the lesson you completed?

What perspective have you gained that you think will successfully position you to become a great teammate?

Let's get specific. Years ago I had a young salesperson I was coaching who was extremely resistant to feedback, coaching or any type of assistance, for that matter. Needless to say, we needed him to improve his sales numbers, but we took a different tack. Instead of focusing on selling skills, we focused on developing the person. Each week we had him read a positive story that only took two to three minutes or watch a video that was inspiring, such as a military reunion. In addition, we asked the employee to journal what he learned about himself that he was committed to improving and what actions he would take. Last, we asked the employee to perform a random act of kindness once a week that demonstrated something thoughtful for another employee at the company.

Something very interesting happened. The employee began to develop more positive relationships at work, which in turn developed a more positive outlook for this employee to come to work more positively. The employees more positive relationships converted to people who were more willing to help this employee improve his sales. After 11 months, this employee improved his sales by over 40% with no tactical sales training or coaching having been done.

Often, we are focused on the job and its duties, when in fact we need to develop employees' core foundational behaviors and attitudes that allow them to accept change and challenge. This will translate to more of a willingness and acceptance of tactical training and coaching.

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Are We Coaching And Training Too Tactically? - Forbes

Absurdly Drivenlooks at the world of business with a skeptical eye and a firmly rooted tongue in cheek.

Working in retail is hard.

It's especially hard during the holiday season as frenzy rises and tempers fray.

Retailers set enormous goals for the season. For many, it may represent a considerable part of their annual revenues.

This means employees have to be maximally engaged.

For some, though, there are now additional concerns.

At Target, for example, employees are going through sudden, additional training.

It isn'tsales training.

It's active-shooter training.

As Business Insider reports, the retailer has expanded its active-shooter drills to most of itsemployees, where previously it had been confined to some managers and security personnel.

Target tried to make it sound very matter-of-fact:

We enhanced our emergency preparedness and response training, as we do every year, and expanded active-shooter training this fall to include all of our stores, distribution centers, and headquarters team members.

It isn't mere routine, though, is it?

In so many parts of the world, retail employeeswould be aghast that theyhave to prepare for someone walking into their store with an automatic weapon, ready to fire indiscriminately.

I grew up over the water, where there was no thought of guns in daily life.

I know I won't persuade you that it's possible to live in a society where being armed is utterly abnormal.

I know that there are many cultural and political reasons why the U.S. is so embedded in the gun ethos.

I also know how aggressively and callouslygun lobby groups try to maintain an atmosphere of fear in order to sell more weapons.

I quite understand, therefore, why Target has taken this painful step.

Please imagine, though, the emotions of Target's employees.

They know that a shooting could happen at any time, anywhere.

Once, though, retail employees were trained to deal with shoplifters, not murderers.

Now, their already difficultjobs are made increasingly precarious by the thought that something truly terrible might happen.

It's not as if Target is alone in offering such training.

It's just that as we come upon what's supposed to be a time of happiness, as these employees are working in a business that has become increasingly volatile, they have yet anotherworry.

Someone, somewhere might think this isn't right.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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Target Is Asking Employees to Take the Sort of Training No Employee Should Ever Have to Do - Inc.

Nvidia CEO Jensen Huang said deep learning inference "is really kicking into gear" as the chipmaker's T4 GPUs surpassed its Tesla V100 in sales for the first time, a year after the inference chip launched.

"This year we started to see the growth of inference to the point where we sold more T4 units for inference than we sold V100s, which we sell for training, and both were record highs," Huang said Thursday on Nvidia's third-quarter earnings call for its 2020 fiscal year.

[Related: Ian Buck On 5 Big Bets Nvidia Is Making In 2020]

The Santa Clara, Calif.-based chipmaker's third-quarter earnings showed a continued recovery from a decline in sales earlier this year. Revenue for the quarter was $3 billion, a five percent decrease from the same period last year but a 17 percent increase from the previous quarter. Meanwhile, the company said while it could close its $6.9 billion acquisition of high-speed interconnect vendor Mellanox by the end of the year, but it's more likely to happen in early 2020.

Nvidia's stock price was down more than 1.5 percent in after-hours trading as it beat Wall Street's expectations for revenue by $90 million and net earnings, which were $1.78 a share, by 20 cents. The company expected fourth-quarter revenue to reach around $2.95 billion.

Contributing to the sequential increase was higher demand from hyperscale cloud service providers in Nvidia's data center business, which grew 11 percent to $726 million from the previous quarter. However, lower DGX sales and a different mix of products led to an 8 percent year-over-year decline.

Huang said one of the major factors impacting the year-over-year decline was a major customer deal for its DGX deep learning system, which is built for training AI models. Excluding that deal, he said, sales for the V100 and T4 GPUs "are doing great," especially since T4 launched in September of last year.

"That gives you a feeling for it [] Inference is really kicking into gear," Huang said.

Driving the need for inference workloads are conversational artificial intelligence, recommendation engines and edge computing, according to the CEO.

"Deep learning inference is understandably going to be one of the largest computer industry opportunities," Huang said. "The computational intensity is so high, and for the very first time, aside from computer graphics, this mode of software is not really practical without accelerators."

Meanwhile, the chipmaker's gaming GPU revenue was $1.66 billion. That marks a 26 percent increase from the previous quarter, thanks to growth from the company's GeForce desktop and notebook GPUs. However, revenue was down 6 percent year-over-year, representing a drop in sales for GeForce desktop GPUs after the chipmaker's new Turing-based RTX ray tracing graphics cards launched in fall 2018.

According to Nvidia CFO Collete Kress, RTX cards now represent two-thirds of Nvidia's desktop GPU sales as nearly every major game developer has pledged to incorporate ray tracing capabilities in their games.

"I would say that at this point it's fairly clear that ray tracing is the future, and RTX is a home run," Huang said.

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Nvidia CEO Huang: AI Inference 'Kicking Into Gear' As T4 Sales Soar - CRN: The Biggest Tech News For Partners And The IT Channel

Sales Training and Onboarding Software Market report offers detailed analysis and a five-year forecast for the global Sales Training and Onboarding Software industry. Sales Training and Onboarding Software market report delivers the insights which will shape your strategic planning as you estimate geographic, product or service expansion within the Sales Training and Onboarding Software industry.. The Sales Training and Onboarding Software market accounted for $XX million in 2018, and is expected to reach $XX million by 2024, registering a CAGR of YY% from 2019 to 2024.

Read Report Details at https://www.proaxivereports.com/51707

List of key players profiled in the Sales Training and Onboarding Software market research report:

ShowpadMindTickleLessonlyAllegoBrainsharkBridgeLevelJumpSalesHoodQstreamTalentLMSMindmatrixPointForwardCommercialTribe

Request for Sample Report athttps://www.proaxivereports.com/request-sample/51707

The global Sales Training and Onboarding Software market is segmented based on product, end user, and region.

TheSales Training and Onboarding SoftwareMarket Segmentation:

Product Product Type Segmentation SegmentationOn-PremisesCloud Based

Industry SegmentationLarge EnterprisesSMEs

Region wise, it is analyzed across North America (U.S., Canada, and Mexico), Europe (Germany, UK, Italy, Spain, France, and rest of Europe), Asia-Pacific (Japan, China, Australia, India, South Korea, Taiwan, and, rest of Asia-Pacific) and EMEA (Brazil, South Africa, Saudi Arabia, UAE, rest of EMEA).

Ask more details or request custom reports to our experts athttps://www.proaxivereports.com/pre-order/51707

Moreover, other factors that contribute toward the growth of the Sales Training and Onboarding Software market include favorable government initiatives related to the use of Sales Training and Onboarding Software. On the contrary, high growth potential in emerging economies is expected to create lucrative opportunities for the market during the forecast period.

Key Benefits for Stakeholders from Sales Training and Onboarding Software Market Report:

This report entails a detailed quantitative analysis along with the current global Sales Training and Onboarding Software market trends from 2019 to 2026 to identify the prevailing opportunities along with the strategic assessment.The Sales Training and Onboarding Software market size and estimations are based on a comprehensive analysis of key developments in the industry.A qualitative analysis based on innovative products facilitates strategic business planning.The development strategies adopted by the key market players are enlisted to understand the competitive scenario of the Sales Training and Onboarding Software industry.

Purchase Sales Training and Onboarding Software Market Report athttps://www.proaxivereports.com/checkout/51707

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Sales Training and Onboarding Software Market Forecast Report by Market Insights, Volume, Opportunities, Type, Product Analysis, and Application -...

Electromed(NSDQ:ELMD) posted first-quarter results today that beat the consensus forecast on Wall Street.

The New Prague, Minn.-based company reported profits of $1 million, or 12 per share, on sales of $8.3 million for the three months ended Sept. 30, 2019, for a bottom-line gain of 536.1% sales growth of 13.7% compared with Q1 2019.

Adjusted to exclude one-time items, earnings per share were 12, 11 ahead of The Street, where analysts were looking for sales of $7.4 million.

We delivered strong revenue and net income, driven by top-line growth of 14.1% and significant operating margin improvement compared to the prior year period. Home care revenue grew by 11.4% compared to our prior first quarter as we executed on our strategy to drive growth organically and achieved our second consecutive quarter of improved sales team productivity, president and CEO Kathleen Skarvan said in a news release.

This quarter we produced approximately $879,000 of annualized home care revenue per direct field sales employee, slightly exceeding our target productivity range of between $750,000 and $850,000. Our institutional sales also performed well, with first quarter revenue up 49.2% year-over-year. We believe the sales restructuring, new sales leadership appointments, enhanced sales training programs and targeting approaches we initiated in the prior fiscal year, combined with our focus on cost containment, contributed to improved financial results for what is typically a seasonally light first quarter for Electromed, Skarvan said.

Shares in EMLD were up 10.12% to $10.23 apiece in early morning trading.

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Electromed beats The Street in Q1 results - Mass Device

Airstream has unveiled the largest expansion in the companys 88-year history. The travel trailer manufacturer is about to open a 723,000-square-foot factory in its hometown, Jackson Center, an hour northwest of Columbus, which will allow it to double its production.

Airstream, the iconic travel trailer company, is in the midst of the largest expansion in its 88 years. The company unveiled a 723,000-square-foot factory Friday in its hometown of Jackson Center, about an hour northwest of Columbus.

The $50 million factory will allow the company to more than double production of its famed silver-bullet travel trailers.

"Were upping our game quite a bit and planning for the next 40 to 50 years," Airstream Chief Executive Officer Bob Wheeler said Friday during a tour of the plant.

The expansion comes amid a slump in the recreational vehicle industry. After peaking in 2017, RV and travel trailer production has fallen two straight years and is expected to slip again next year before rebounding.

Wheeler said he "fully expects" Airstream production to grow next year, after the company moves into its new building down the street from its current plant.

Airstream produces about 85 travel trailers a week in its current factory, down from more than 100 a few years ago but beyond the 75 a week the current 230,000-square-foot factory was designed to produce. The new plant will allow production of 160 travel trailers a week.

In the current factory, Airstream shells are squeezed like silver sardines, requiring production material to be stored outside the plant and trucked in as travel trailers move down the line.

"People are working on top of one another," Wheeler said.

Despite the industrys recent slump, Airstream has enjoyed a resurgence over the past two decades. The company employs almost 1,000 in Jackson Center, up from about 200 two decades ago.

Airstreams ride is fueled by retired baby boomers and outdoorsy younger buyers drawn to its retro-hip design.

"GenXers, professionals in their 40s, are huge for us," said Lenny Razo, Airstreams vice president of sales.

Eric Davis, a veteran Airstream salesman at Haydocy Airstream and RV on Columbus West Side, has seen the demographic shift firsthand.

"From the moment we opened our doors here, we saw younger clientele; you could call them weekend warriors," Davis said. "They are attacking this lifestyle."

In the past few years, Airstream has expanded its line of smaller single-axle trailers to cater to first-time campers with caviar tastes and budgets.

Such trailers, including the Bambi, the Caravel, the Nest and the Basecamp, now account for about 25% of Airstreams production, twice what it was five years ago, said Justin Humphreys, Airstreams chief operating officer.

Airstream, which is owned by Thor Industries in Elkhart, Indiana, remains very much a luxury product. Although the average retail price of a travel trailer in North America last year was $23,188, Airstreams least expensive model, the 16-foot Basecamp, starts at $37,400, and its most expensive, the Classic, starts at $153,400.

Airstream benefits from having one of the most distinctive brands in the country, which Wheeler likens to Harley-Davidson, Coca-Cola and the Ford Mustang.

Airstream has a "unique spot in the industry," said Kevin Broom, spokesman for the Recreational Vehicle Industry Association. "Its an iconic brand. That silver skin is very recognizable."

Airstreams are still made to order by hand. Each unit contains between 4,000 and 7,000 rivets, and cabinetry is custom-made in the company shop.

"Its a lot easier to buy square cabinets, but we make all our own to fit the rounded shell," Wheeler said.

Airstream will move its travel trailer production into the new factory over the holidays. About 650,000 square feet of the new building will be devoted to production. The balance will be used for executive offices, a medical clinic, a sales training center, a cafeteria and a museum featuring 14 models, including a 1937 Airstream Clipper.

In the spring, Airstream plans to move production of its motorized recreational vehicles into the former travel trailer factory, nearly quadrupling the production space. Motor homes account for 10% to 15% of Airstreams production, but the company sees opportunity in the segment in part because it has resolved the problem it had getting Mercedes chassis for the vehicles.

Although Airstream did not announce new products Friday, Wheeler said the company expects to do so once it shifts its production lines.

One product on Airstreams "wish list," said Humphreys, is a "Class A" motor home, the largest size, which Airstream hasnt produced in years.

Airstream considered building the factory in the West because 60% of its products are sold west of the Rockies, but instead it chose to "double down" in Jackson Center, Wheeler said.

The expansion, however, required at least one accommodation in the town of 1,464: a new stoplight the towns third at the factorys entrance.

jweiker@dispatch.com

@JimWeiker

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Airstream traveling into future with largest expansion in its 88 years - The Columbus Dispatch

NATIONAL REPORTOmni Hotels & Resorts, Stay Cal Hospitality, Southern Land Company and Trumph Hotels are bolstering their rosters. Heres a look at the recent personnel moves from the companies:

Omni Hotels & Resorts Makes Executive AppointmentsOmni Hotels & Resorts has made multiple executive appointments and promotions within the brand to further grow and strengthen its sales, marketing and operations divisions.

Andrew Rubinacci has been promoted to chief commercial officer. In this new role, Rubinacci will drive all revenue generation across the organization aligning marketing, revenue management, distribution and sales to better optimize performance through a singular, focused approach. Rubinacci joined Omni a year ago as SVP of revenue management and global distribution. Under his leadership, revenue management and distribution have augmented and redeployed resources to better support the operation.

Dan Surette has been promoted to chief sales officer. In this role, Surette will continue to intensify efforts across all sales channels for Omni Hotels & Resorts. Since he joined Omni in mid-2017, he has rebuilt and stabilized the companys global sales team; laying a new path to rekindle and augment sales training; and strengthening succession planning. Additionally, Surette oversees Omnis strategic partnerships on behalf of the brand.

Phil Yi has been promoted to VP of marketing and communications. In his previous role as VP of digital commerce and corporate strategy, he led the companys web and digital marketing efforts, resulting in milestones for the brand, such as launching a new website and increasing online bookings. In his new role, Yi will oversee all brand creative, communications and marketing initiatives and continue to lead all digital efforts.

Dan Piotrowski has been promoted to SVP of operations. He was previously VP of operations. In his new role, Piotrowski will continue to provid support of associates, financial acumen, operational know-how and an unabashed energy and drive to the entire organization.

Devin Burns has been promoted to VP of rooms and food and beverage. He was previously VP of food and beverage. He will now also oversee services including housekeeping, front office, guest services and valet in his new role.

Chef David Harker has been promoted to corporate executive chef. In this role, Harker will oversee the culinary experience across the brand, ranging from signature restaurants and specialty markets to large-scale banquets and in-room dining. Prior to this, Harker was the executive chef at Omni Interlocken Resort.

Stay Cal Hospitality Appoints Jimmy Palmer as COOStay Cal Hospitality has appointed Jimmy Palmer as COO. Palmer brings 25 years of senior leadership experience with luxury hotel brands, such as Four Seasons and Fairmont Hotels & Resorts, to his new role as chief operations officer for Stay Cal Hospitality. Palmers expertise in opening and rebranding four- and five-star/diamond hotels throughout the worldincluding the United States, England, United Arab Emirates, South Africa and the Caribbeanwill inform Stay Cals current transformation into a consumer-centric hospitality brand.

SLC Hires Gabrielle Lerner VP of Hotel Investment and Acquisitions Southern Land Company (SLC) has hired Gabrielle (Gaby) Lerner as VP of hotel investments and acquisitions. Lerner will work out of SLCs New York office and has participated in a numerous development and acquisition projects within the mixed-use and hotel industry. She also has experience in business development, feasibility and valuation. Prior to joining SLC, Lerner was the senior director of development for Vail Resorts in Broomfield, CO, working on notable deals in the Keystone and Breckenridge areas that created value for the mountain and in the base areas.

Triumph Hotels Names Benjamin Chan VP of Revenue StrategyTriumph Hotels has appointed Benjamin Chan as VP of revenue strategy. Chan brings a background in revenue management, having worked for Viceroy Hotel Group, among other hospitality brands. He comes to Triumph Hotels most recently from CIM, where he served as regional director of revenue & distribution. As VP of revenue strategy for Triumph Hotels, Chan will oversee the revenue team and spearhead tactics to optimize rate performance across the brands portfolio of six hotels.

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Execs on the Move: Omni, Stay Cal Hospitality; More... - Hotel Business